HRM10 e CH04

Gary Dessler
t en th e di t io n
Chapter 4
Part 2 Recruitment and Placement
Job Analysis
2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation by Charlie Cook

The University of West Alabama
After studying this chapter,

you should be able to:
1.
Discuss the nature of job analysis, including what it is

and how its used.
2.
Use at least three methods of collecting job analysis

information, including interviews, questionnaires, and
observation.
3.
Write job descriptions, including summaries and job

functions, using the Internet and traditional methods.
4.
Write job specifications using the Internet as well as

your judgment.
5.
Explain job analysis in a jobless world, including

what it means and how its done in practice.
2005 Prentice Hall Inc. All rights reserved.
42
The Nature of Job Analysis

Job analysis
The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
Job description
A list of a jobs duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilitiesone product of a job analysis.
Job specifications
A list of a jobs human requirements, that is, the
requisite education, skills, personality, and so on
another product of a job analysis.
43
Types of Information Collected

Work activities
Human behaviors
Machines, tools, equipment, and work aids
Performance standards
Job context
Human requirements
44
Uses of Job Analysis Information

Recruitment and Selection
Compensation
Performance Appraisal
Training
Discovering Unassigned Duties
EEO Compliance
45
Uses of Job Analysis Information
Figure 41
46
Steps in Job Analysis

Step 1:
Decide how youll use the

information.
Step 2:
Review relevant background

information.
Step 3:
Select representative positions.
Step 4:
Actually analyze the job.
Step 5:
Verify the job analysis information.
Step 6:
Develop a job description and job

specification.
47
Charting the Organization

Organization chart
A chart that shows the organizationwide
distribution of work, with titles of each position
and interconnecting lines that show who reports
to and communicates to whom.
Process chart
A work flow chart that shows the flow of inputs to
and outputs from a particular job.
48
Process Chart for Analyzing a Jobs Workflow
Figure 42
49
Methods of Collecting Job Analysis

Information: The Interview
Information sources
Individual employees
Groups of employees
Supervisors with
knowledge of the job
Interview formats
Structured (Checklist)
Unstructured
Advantages
Quick, direct way to
find overlooked
information.
Disadvantages
Distorted information
410
Interview Guidelines
The job analyst and supervisor should work together
to identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists
open-ended questions and provides space for
answers.
Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
After completing the interview, review and verify the
data.
411

Information: Questionnaires
Information source
Have employees fill out
questionnaires to
describe their jobrelated duties and
responsibilities.
Questionnaire formats
Structured checklists
Opened-ended
questions
Advantages
Quick and efficient way
to gather information
from large numbers of
employees
Disadvantages
Expense and time
consumed in preparing
and testing the
questionnaire
412

Information: Observation
Information source
Observing and noting
the physical activities
of employees as they
go about their jobs.
Advantages
Provides first-hand
information
Reduces distortion of
information
Disadvantages
Time consuming
Difficulty in capturing
entire job cycle
Of little use if job
involves a high level of
mental activity.
413

Information: Participant Diary/Logs
Information source
Workers keep a
chronological diary/ log
of what they do and
the time spent in each
activity.
Advantages
Produces a more
complete picture of the
job
Employee participation
Disadvantages
Distortion of
information
Depends upon
employees to
accurately recall their
activities
414
Quantitative Job Analysis Techniques

The position analysis questionnaire (PAQ)
A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of
various jobs.
The Department of Labor (DOL) procedure

A standardized method by which different jobs can
be quantitatively rated, classified, and compared.
Functional job analysis

Takes into account the extent to which
instructions, reasoning, judgment, and
mathematical and verbal ability are necessary for
performing job tasks.
415
Sample Report
Based on
Department of
Labor Job
Analysis
Technique
Figure 46
416
Writing Job Descriptions

A job description
A written statement of what the worker actually
does, how he or she does it, and what the jobs
working conditions are.
Sections of a typical job description

Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
Job specifications
417
Sample Job
Description,
Pearson
Education
Source: Courtesy of HR Department,

Pearson Education.
Figure 47a
418
Sample Job
Description,
Pearson
Education
Source: Courtesy of HR
Department, Pearson
Education.
Figure 47b
419
Marketing Manager Description

from
Standard Occupational Classification
20. 11-2021 Marketing Managers
Abstract: 11-2021 Marketing Managers. Determine the demand
for products and services offered by a firm and Its competitors and
identify potential customers. Develop pricing strategies with the
goal of maximizing the firms profits or share of the market while
ensuring the firms customers are satisfied.
Source: www.bis.gov, accessed November 13, 2003.
Figure 48
420
The Job Description

Job identification
Job title: name of job
FLSA status section: Exempt or nonexempt
Preparation date: when the description was
written
Prepared by: who wrote the description
Job summary
Describes the general nature of the job
Lists the major functions or activities
421
The Job Description (contd)

Relationships (chain of command)
Reports to: employees immediate supervisor
Supervises: employees that the job incumbent
directly supervises
Works with: others with whom the job holder will
be expected to work and come into contact with
internally.
Outside the company: others with whom the job
holder is expected to work and come into contact
with externally.
422

Responsibilities and duties
A listing of the jobs major responsibilities and
duties (essential functions)
Defines limits of jobholders decision-making
authority, direct supervision, and budgetary
limitations.

Classifies all workers into one of 23 major groups
of jobs which are subdivided into 96 minor groups
of jobs and detailed occupations.
423
SOCs
Major
Groups of
Jobs
Note: Within these major groups

are 96 minor groups, 449 broad
occupations, and 821 detailed
occupations.
Table 42
424
Is the Job Function Essential?

What three or four main activities actually constitute the job? Is
each really necessary?
What is the relationship between each task? Is there a special
sequence which the tasks must follow?
Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging,
writing, operating, pushing, pulling, fingering, talking, listening,
interpreting, analyzing, seeing, coordinating, etc.?
How many employees are available to perform the job function?
Can the job function be distributed among other employees?
How much time is spent on the job performing each particular
function? Are infrequent tasks less important to success?
Would removing a function fundamentally alter the job?
425
Is the Job Function Essential? (contd)

What happens if a task is not completed on time?
Does the position exist to perform that function?
Are employees in the position actually required to perform the
function?
Is there a limited number of other employees available to
perform the function?
What is the degree of expertise or skill required to perform the
function?
What is the actual work experience of present or past
employees in the job?
What is the amount of time an individual actually spends
performing the function?
What are the consequences of not requiring the performance of
the function?
426

Standards of performance and
working conditions
Lists the standards the employee
is expected to achieve under each
of the job descriptions main
duties and responsibilities.
427
Writing Job Specifications

Specifications for trained personnel
Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
Specifications for untrained personnel

Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.
428
Writing Job Specifications (contd)

Specifications Based on Judgment
Self-created judgments (common sense)
List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com)
O*NET online
Specifications Based on Statistical Analysis

Attempts to determine statistically the relationship
between a predictor or human trait and an
indicator or criterion of job effectiveness.
429
Writing Job Specifications (contd)

Steps in the Statistical Approach
Analyze the job and decide how to measure job
performance.
Select personal traits that you believe should
predict successful performance.
Test candidates for these traits.
Measure the candidates subsequent job
performance.
Statistically analyze the relationship between the
human trait and job performance.
430
Writing Job Descriptions

Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description
Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Jobs Human Requirements
from O*NET
Step 6. Complete Your Job Description
431
Job Analysis in a Jobless World

Job
Generally defined as a set of closely related
activities carried out for pay.
432
From Specialized to Enlarged Jobs

Job enlargement
Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
Job enrichment
Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.
433
From Specialized to Enlarged Jobs

(contd)
Job rotation
Moving a trainee from department to department
to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
Systematically moving workers from one job to
another to enhance work team performance.
434
Why Managers Are Dejobbing Their

Companies
Dejobbing
Broadening the
responsibilities of the
companys jobs
Encouraging employee
initiative.
Internal factors leading

to dejobbing
Flatter organizations
Work teams
External factors leading

to dejobbing.
Rapid product and
technological change
Global competition
Deregulation,
Political instability,
Demographic changes
Rise of a service
economy.
435
Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that
enable performance of a job.
Competency-based job analysis

Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.
436
Why Use Competency Analysis?

To support HPWS
Traditional job descriptions (with their lists of
specific duties) may actually backfire if a highperformance work system is the goal.
Maintain a strategic focus

Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
Measuring performance
Measurable skills, knowledge, and competencies
are the heart of any companys performance
management process.
437
Performance Management
Performance management
Managing all elements of the organizational
process that affect how well employees perform.
Types of competencies
General competencies
reading, writing, and mathematical reasoning.
Leadership competencies
leadership, strategic thinking, and teaching others.
Technical competencies
specific technical competencies required for specific
types of jobs and/or occupations.
438
Background Data for Examples

Example of Job Title: Customer Service Clerk
Example of Job Summary:
Answers inquiries and gives directions to customers, authorizes
cashing of customers checks, records and returns lost charge cards,
sorts and reviews new credit applications, works at customer service
desk in department store.
Example of One Job Duty:
Authorizes cashing of checks: authorizes cashing of personal or
payroll checks (up to a specified amount) by customers desiring to
make payment by check. Requests identificationsuch as drivers
licensefrom customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer to
cashier.
Figure 410
439
440
441
442
HR Scorecard
for Hotel Paris
International
Corporation*
Note: *(An abbreviated example showing selected HR

practices and outcomes aimed at implementing the
competitive strategy, To use superior guest services to
differentiate the Hotel Paris properties and thus increase
the length of stays and the return rate of guests and thus
boost revenues and profitability)
Figure 411
443
The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
Figure 412
444
Key Terms
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis
questionnaire (PAQ)
U.S. Department of Labor
(DOL)
job analysis procedure
functional job analysis
Standard Occupational
Classification (SOC)
job enlargement
job rotation
job enrichment
dejobbing
boundaryless organization
reengineering
competencies
competency-based job
analysis
performance management
445

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Gary Dessler

Part 2 Recruitment and Placement

PowerPoint Presentation by Charlie Cook

After studying this chapter,

Discuss the nature of job analysis, including what it is

Use at least three methods of collecting job analysis

Write job descriptions, including summaries and job

Write job specifications using the Internet as well as

Explain job analysis in a jobless world, including

2005 Prentice Hall Inc. All rights reserved.

The Nature of Job Analysis

Types of Information Collected

2005 Prentice Hall Inc. All rights reserved.

Uses of Job Analysis Information

2005 Prentice Hall Inc. All rights reserved.

Uses of Job Analysis Information

Steps in Job Analysis

Decide how youll use the

Review relevant background

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

Develop a job description and job

2005 Prentice Hall Inc. All rights reserved.

Charting the Organization

2005 Prentice Hall Inc. All rights reserved.

Process Chart for Analyzing a Jobs Workflow

Methods of Collecting Job Analysis

2005 Prentice Hall Inc. All rights reserved.

2005 Prentice Hall Inc. All rights reserved.

Methods of Collecting Job Analysis

2005 Prentice Hall Inc. All rights reserved.

Methods of Collecting Job Analysis

Methods of Collecting Job Analysis

2005 Prentice Hall Inc. All rights reserved.

Quantitative Job Analysis Techniques

The Department of Labor (DOL) procedure

Functional job analysis

Writing Job Descriptions

Sections of a typical job description

Source: Courtesy of HR Department,

Marketing Manager Description

Source: www.bis.gov, accessed November 13, 2003.

2005 Prentice Hall Inc. All rights reserved.

The Job Description

2005 Prentice Hall Inc. All rights reserved.

The Job Description (contd)

2005 Prentice Hall Inc. All rights reserved.

The Job Description (contd)

Standard Occupational Classification

2005 Prentice Hall Inc. All rights reserved.

Note: Within these major groups

Is the Job Function Essential?

Is the Job Function Essential? (contd)

The Job Description (contd)

2005 Prentice Hall Inc. All rights reserved.

Writing Job Specifications

Specifications for untrained personnel

2005 Prentice Hall Inc. All rights reserved.

Writing Job Specifications (contd)

Specifications Based on Statistical Analysis

2005 Prentice Hall Inc. All rights reserved.

Writing Job Specifications (contd)